Themes from Focus Groups with MPCA External Stakeholders: Perceived Opportunities and Threats Regarding the MPCA Strategic Plan
|
|
- Erika Carroll
- 6 years ago
- Views:
Transcription
1 Themes from Focus Groups with MPCA External Stakeholders: Perceived Opportunities and Threats Regarding the MPCA Strategic Plan October 2012 Executive Summary In September and October, three focus groups were conducted with MPCA external stakeholders. Participants were asked to identify threats and opportunities to the MPCA moving forward with the strategic plan. Sessions were held in St. Paul on September 17, Mankato on September 27, and Brainerd on October 3. MPCA Senior Managers generated a broad list of invitees, including regulated parties from various sectors, units and levels of government, and environmental groups, from across the state, although few members of environmental organizations attended. In general, the conversations evolved to a general critique of how the agency is doing its work. Yet, clear perceived threats and opportunities emerged. They can be characterized as four two-sided, overlapping issues. The generally held view was that if we address the issues well, opportunities are created for us to fulfill our mission and strategic plan. If we do not address them well, the consequences would go beyond simply missed opportunities. The issues threaten to undermine our success. The issues are listed below, and then explained. They are generally characterized as recommendations, because that was the way they were presented. Communicating Partnering, especially as in coincides with stakeholders moves toward sustainability Developing MPCA employees, especially helping them understand the context in which partners and stakeholders work Linking our actions in these areas to agency strategies, while streamlining the Strategic Plan The issues are perceived to overlap in some of the following ways: Many examples of successes and competence on the part of MPCA employees were cited by participants. But there was a perception that our performance and even our style and philosophy are inconsistent. Setting expectations and policies in the strategic plan should help reinforce them, e.g., setting a customer satisfaction objective. Participants requested more transparent partnering in all areas of agency work, especially earlier on in projects and processes that involve regulated parties and other government organizations. Partnering refers to the nature and the tone of the relationship, but in practice it is the same as the communicating point. p-gen1-16 1
2 Areas of development stakeholders would like to see for agency employees include: (1) soft skills that invite cooperation; (2) orientation to the cultures and operations of the industries in questions; (3) approaching nonpoint-source pollution with unregulated parties in a way genuinely distinct from a point-source approach; and (4) better alignment with agency management and with one another regarding the tone, assumptions about focus and scope, and conduct brought to interactions with regulated parties. Employee development is therefore linked to the other three issues. I. Communication (especially regarding the context for actions) Themes within the general issue of communication: A. Evaluations of progress on our strategies demonstrate success, especially over time. But our success is not widely known. It is in the interest of the environment, our partners (including regulated parties and other government organizations), and ourselves to broadcast our success. Failing to do so is a potential threat; better telling our story is an opportunity. We can partner with others who possess more experience and expertise in this area. B. For some time, the agency has been concerned with issues that have not been as resonant with the general public as they perhaps once were. But now there is an opportunity, as we communicate with various stakeholders, to place our work in the context of sustainability and nonpoint sources. It would be a threat to our success to communicate within the narrow confines of scientific specialties, and as if the data speaks for itself. C. Whether the news on the state of the environment in a given situation is good or bad, it is in our interest to communicate clearly, in perspective, in a way understandable to a broad audience. When our actions seem arbitrary or punitive or out of proportion to the perceived problem, our relationships with stakeholders are threatened. When stakeholders understand why we are taking a given action, and how the parts in a system work together, there are more opportunities for mutual understanding. D. A better understanding of the context for our actions (why we are doing what we are doing) would help ameliorate some of the difficulties that our staff experience working with external stakeholders. If we communicate rationale and context better, there will be fewer threats from opposition general and specific and more opportunities associated with mutual understanding and cooperation. E. Engaging stakeholders earlier in the process of implementing our pollution management strategies and actions would create additional opportunities for understanding and compliance, increase sustainability, and lead to fewer perceived threats. Projects would be less resource-intensive and contentious for both the agency and its partners. With a better relationship, transactions costs are lower. 2
3 F. Our website features strengths and weaknesses. Frustration navigating the website and using the search function threaten our relationships with stakeholders. There is an opportunity to create a more cooperative environment in which stakeholders take more responsibility for managing their roles in executing our strategies if we improve our technological resources for stakeholders, including the website, online training and data access. G. Some stakeholders wonder if employees consistently stay focused on the task before them. The stakeholders wonder if for example, in the middle of a permitting process some employees conduct a science research project and/or look for additional factors to include. Perceived scope creep is a threat to cooperation. There is an opportunity to clarify and follow the focus and scope of projects. II. Partnering A. A number of stakeholders indicated that we are getting better at partnering, but more partnering is needed. Some examples of cited potential opportunities include: Wastewater treatment operators need more dialogue between permit writers and facilities. Watershed partners need to come together to address a manageable portion of the problem. There is more potential to enlist interns and volunteers. Water stewards could be established along the lines of the master gardener concept. Trade associations and academics are additional potential partners. The MPCA needs to know when and how to work directly with stakeholders and when to allow partners to mediate. For example, SWCDs might be best suited to help the agency interact with farmers. Better partnering with local governments would help with resource limitations. B. Although better partnering between all stakeholders would help, there is a special opportunity for government organizations at various levels to coordinate, in order to provide more consistent messages and promote more consistent practices. Perceiving various government organizations working at cross purposes threatens quality and breeds cynicism. 3
4 C. It was suggested that the agency could look in perhaps unlikely places for examples to emulate. Examples include: Collect data in conjunction with others, such as the Department of Health s Public Health Survey. The U of M s veterinary school hosting Dairy 101 for regulators. OSHA s consulting function. Crow Wing County Planning and Zoning III. Staff knowledge, skills and abilities A. A number of stakeholders have experienced inconsistent treatment from agency employees. They believe there is an opportunity to better train employees to consistently and effectively exercise soft skills when working with stakeholders. They indicated that partnering earlier to help a business make corrections would prevent the need for many of our enforcement actions. Enforcement actions that could have been pre-empted are perceived as threats to partnerships. B. Stakeholders offered a number of ideas that intended to help the agency strike a better balance between nimbly assigning and reassigning employees as needed, on one hand, and cultivating individual expertise and stable relationships on the other. New employees bring the opportunity of new skills and perspective, yet they need to be oriented well to the stakeholders situations. Veteran employees possess valuable experience and expertise and familiarity with particular situations yet some bring a point-source approach to nonpoint-source work. A perceived narrow focus on building a case for future enforcement actions threatens opportunities for partnering. There is an opportunity to devise a strategy to promote consistent, efficient, cooperative partnering. Although concerns were expressed, a number of positive examples were identified, offered as examples upon which we can draw: On the anaerobic digester project, a couple of staff sat down with business people up front, planning to develop business. Agriculture needs to be respected as a business. Staff need to know that business. (One feedlot inspector was called out as a role model.) Small business assistance people are very helpful and knowledgeable. 4
5 C. A number of stakeholders believe that MPCA employees do not understand the resource constraints faced by various industries. One example is agriculture. Some suggested that we provide employees an orientation to industries and other government units they will encounter working in a given program. Partnership opportunities are threatened by a lack of understanding of each party s role and responsibilities in processes and projects. D. Some stakeholders indicated that it is difficult to track how their case/project is proceeding within the agency. They recommend that we devise a system with more transparency regarding the status of for example a permit application, and perhaps assign individuals to be the case worker or a project manager for each project. There is an opportunity to clarify roles and responsibilities. Trust and cooperation are threatened by a lack of clarity about what happens behind the walls at the MPCA. IV. Specific ideas regarding the MPCA Strategic Plan A. Some stakeholders indicated that the Plan features too many diverse objectives, threatening focus, efficiency and effectiveness. One suggestion was to take a more holistic perspective, similar to the DNR. Some wondered if the Plan is too aspirational a potential threat given the current political climate. One perceived potential opportunity is to declare victory on some initiatives and focus more on emerging issues. B. Some stakeholders perceived that an opportunity exists to make the links between strategies and tactics more transparent, for both employees and external stakeholders. C. There is a perceived opportunity to better coordinate our various rules. D. There were questions about whether MPCA employees can see their work in the Strategic Plan. A perceived opportunity is to craft the Plan in such a way that it promotes vertical and horizontal alignment within the agency. E. Some asked if the first opportunity to establish better partnerships is when the agency sets the goals for the Strategic Plan. For example, it was said Minnesota could set the goal of becoming the state of choice for example for low environmental impact manufacturing. All three focus groups indicated that this (external stakeholder focus groups) process was valuable and appreciated. F. Some stakeholders perceived that there is an opportunity for the MPCA to set strategy in coordination with other State, federal and local government organizations, to avoid contradictions. Both these themes and specific comments from the focus groups have been shared with the media policy forums to consider as they update the Strategic Plan. The MPCA wishes to thank the focus group participants for taking the time from their busy schedules to provide input and listen to others. 5
The Fundamentals of Great Leadership
WHITE PAPER The Fundamentals of Great Leadership A guide on how to establish a strong leadership presence. If you ve put in the work to gain a leadership position, you may feel you ve made it and your
More informationHealth Happens in Libraries Communications Guide
Health Happens in Libraries Communications Guide 1 This project is made possible by the Institute of Museum and Library Services. Table of Contents INTRODUCTION HOW TO USE THIS GUIDE UNDERSTANDING YOUR
More informationCustom Training Designed to Meet Your Organization s Professional Development Needs. What can HDO Custom Training Programs do for your organization?
HDO Custom Programs Custom Training Designed to Meet Your Organization s Professional Development Needs What can HDO Custom Training Programs do for your organization? By applying leading-edge research
More informationPERFORMANCE MANAGEMENT ROADMAP
PERFORMANCE MANAGEMENT ROADMAP Building a high-performance culture PERFORMANCE MANAGEMENT ROADMAP a The Partnership for Public Service is a nonpartisan, nonprofit organization that works to revitalize
More informationChapter 2 Strategic Marketing Planning
Chapter 2 Strategic Marketing Planning MULTIPLE CHOICE 1. Which of the following statements best describes the nature of a marketing plan? a. It clearly outlines the organization s mission and vision.
More informationintegrity. It is vital to be careful and take people seriously during difficult conversations.
8 FIRM LEADERSHIP Creating understanding and acceptance. Fear and insecurity spread in times of uncertainty, when organisational change generates a sense of loss. In conjunction with organisational changes,
More informationHigh-Impact Training Led by UT Austin s Top Faculty. What can HDO Custom Training Programs do for your organization?
HDO Custom Programs High-Impact Training Led by UT Austin s Top Faculty What can HDO Custom Training Programs do for your organization? By applying leading-edge research and expertise from UT Austin s
More informationHigh-Impact Training Led by UT Austin s Top Faculty. What can HDO Custom Training Programs do for your organization?
HDO Custom Programs High-Impact Training Led by UT Austin s Top Faculty What can HDO Custom Training Programs do for your organization? By applying leading-edge research and expertise from UT Austin s
More informationEmpowerment The best way to become a World Class Organization By Diane Prange
Empowerment The best way to become a World Class Organization By Diane Prange Empowerment is often citied as a critical component of any successful customer satisfaction/delight, process and/or quality
More informationebook Reach Your Leadership Potential
ebook Reach Your Leadership Potential Develop skills and qualities to achieve your potential as a business leader Strong leadership is both an inherent and a learned quality. As a business leader, it s
More informationHuman Resources Strategy
Human Resources Strategy 2007 2012 Contents Page Introduction 3 Strategic aspirations: where we want to be in 2012 Personal and organisational development 5 5 Leadership 6 Supporting change Workplace wellbeing
More informationcapture certification Guidelines to Prepare for Capture Expert Candidate Interview
professional ure cation pley expert capture certification shipley Guidelines to Prepare for Capture Expert Candidate Interview P u r p o s e o f t h i s C a n d i d a t e I n t e r v i e w G u i d e This
More informationHow to apply participatory leadership in the organisation? 5 case studies
How to apply participatory leadership in the organisation? 5 case studies Jan Hein Nielsen, april 2016 How to apply participatory leadership in the organization? The above question is a question often
More informationCommunication Plan 2014
This Communications Plan provides 5 broad goals to improve communications with staff and residents based on feedback gathered from staff, Council and the community. Communication Plan 2014 The City of
More informationPARES Strategic Dialogue 2013 Drafting a Memorandum of Understanding on a national level. Recommendations to employment services
PARES Strategic Dialogue 2013 Drafting a Memorandum of Understanding on a national level Recommendations to employment services Background The PARES (Partnership between Employment Services) initiative
More informationBuilding Market Systems
Farmers Market Managers Professional Certification Program Module 3: Unit 3.6 Building Market Systems Strategic Planning for Farmers Markets UNIT OVERVIEW This unit will provide an overview of the strategic
More informationBig Picture Thinking February 28, 2014
Big Picture Thinking February 28, 2014 BIG PICTURE THINKING. The Board s Big Picture Thinking at each meeting helps to build Engineers Canada s envisioned future. Board members will: contribute new ideas,
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationAchieving Results Through
Achieving Results Through Genuine Leadership Training Meeting the needs of the new global marketplace with a flexible, total systems approach Facing tough issues and aggressive goals, top organizations
More informationThe Top 5 Characteristics of a Successful VoC Program
Whitepaper Avtex May 2015 The Top 5 Characteristics of a Successful VoC Program Copyright 2015 Avtex Solutions. All rights reserved. Brand and product names referred to in this document are the trademarks
More informationSTRATEGIC PLANNING. Building on its prior strategic planning work, the Board during a workshop in April, 2013, affirmed:
The Strategic Planning portion of the FY2014 Budget Message provides an overview of the efforts that have been made to guide the direction of the County. Linked to the County s budget process is the strategic
More informationBETTER TOGETHER: BUILDING MORE EFFECTIVE CROSS-FUNCTIONAL TEAMS
BETTER TOGETHER: BUILDING MORE EFFECTIVE CROSS-FUNCTIONAL TEAMS Although cross-functional teams are increasingly common in today s fastmoving economy, many organizations still follow a silo approach when
More informationGUIDANCE ON CHOOSING INDICATORS OF OUTCOMES
1 GUIDANCE ON CHOOSING INDICATORS OF OUTCOMES 1. The Basics 1.1 What is the relationship between an outcome and an outcome indicator? 1.2 How are outcome indicators different from other types of indicators?
More informationInstitute of Public Care. Outcome-focused Integrated Care: lessons from experience
Institute of Public Care Outcome-focused Integrated Care: lessons from experience January 2017 Outcome-focused Integrated Care: lessons from experience 1 Introduction The IPC Partnership Programme supports
More informationImprove the Live Event Experience for Attendees
Improve the Live Event Experience for Attendees For Event Management and Event Producers Who Want to Grow Attendance Increase repeat attendees and maximize word of mouth promotion by providing an engaging,
More informationNHS Halton CCG Communications. and Marketing Strategy
NHS Halton CCG Communications and Marketing Strategy 2016-2019 1. Introduction It is well documented the NHS has recently been through a period of unprecedented change, and it will continue to face many
More informationORGANIZATIONAL CULTURE
ORGANIZATIONAL CULTURE An organization s culture provides individuals with a way of giving meaning to their daily lives, setting guidelines and rules for how to behave, and, most important, reducing and
More informationSTRATEGIC FRAMEWORK. National CASA Association
STRATEGIC FRAMEWORK National CASA Association Summary This document contains the detailed strategic framework presented on and discussed at the National CASA Association Board meeting occurring on May
More informationThe Strategy Alignment Model: Defining Real Estate Strategies in the Context of Organizational Outcomes
The Strategy Alignment Model - Site Selection Magazine, January 2002 http://www.siteselection.com/issues/2002/jan/p46/ 1 of 4 3/14/2010 1:32 PM From Site Selection magazine, January 2002 M A N A G E M
More informationCommunication and Engagement Strategy
Communication and Engagement Strategy 2017-2021 Contents Introduction 2 1. Aims and Objectives 3 1.1 Aim 1.2 Communication Objectives 2. Key Messages 5 2.1 Delivering key messages for External Stakeholders
More informationWOMEN S FINANCIAL INCLUSION COMMUNITY OF PRACTICE (COP) CHARTER. February, 2017
WOMEN S FINANCIAL INCLUSION COMMUNITY OF PRACTICE (COP) CHARTER February, 2017 1 TABLE OF CONTENTS INTRODUCTION...3 MEMBERSHIP...3 JUSTIFICATION...3 SCOPE...3 1.1 Mission...3 1.2 Goals...4 COMMUNITY PARTICIPATION...4
More informationManaging Conflict, Politics, and Negotiation
Chapter 4 Managing Conflict, Politics, and Negotiation LECTURE OUTLINE I. ORGANIZATIONAL CONFLICT A. Organizational conflict is the discord that arises when the goals, interests, or values of different
More informationBRANCH MANAGER COMPETENCY MODEL
BRANCH MANAGER COMPETENCY MODEL Competencies Dealing with People Competencies Dealing with Business Through Selection Through Selection Organizational Management Oral Communications and Presentation Leading
More informationStep-by-Step Volunteer Job Descriptions
Step-by-Step Volunteer Job Descriptions The job descriptions that follow summarize the duties of the membership recruitment volunteers as they are outlined in the Recruitment and Retention Manual. If you
More informationThe Job of A Leader. Look into the future and see the organisation, not as it is but at is should be. Jack Welsh Former CEO of General Electrics
The Job of A Leader Look into the future and see the organisation, not as it is but at is should be Jack Welsh Former CEO of General Electrics 5 Stages of Grief Elizabeth Kubler Ross Denial Anger Bargaining
More informationaddress 85 Chauncey Circle, Asheville, NC web phone
What What We Do... GFoss Consulting Practice Overview Superior results do not happen by chance. Senior leaders need to do the hard work required to align leadership, teamwork, strategy and structure in
More informationMeasuring Our Performance Action plan
Measuring Our Performance Action plan First biennial survey of the health of CASA s relationship with industry Introduction This action plan has been prepared in response to the findings of the first biennial
More informationInstitute for Collaborative Working
Principles for Effective Adoption and Implementation of ISO 44001 Management Systems - Requirements Framework Introduction This document provides the high level principles for the adoption, implementation
More informationFairness Productive Strategic Business Focus Value-driven authentic behaviours. Openness Lean Customer Focus Cross-functional working
livin Board Members Role Profile, Competency Framework and Person Specification Purpose of the Role Board Members are responsible for the overall governance and strategic direction of the business, committing
More informationOrganization Realignment
Organization Realignment Collective Wisdom Fresh Ideas We are all drawn to tangible, concrete ideas. Consequently we find that when we are considering organizational change, there is a strong temptation
More informationGovernment Contractor Best Practices
SEPTEMBER 2016 WINNING BUSINESS IN THE FEDERAL MARKET Government Contractor Best Practices Long government procurement cycles remain a reality, and contractors must use a variety of strategies to remain
More informationWinning more business from International Law Firms
Winning more business from International Law Firms Exploring the views of international law firms on what they seek in local counsel when referring work to that jurisdiction 2013 Research Study Summary
More informationMetropolitan Council PUBLIC PARTICIPATION PLAN. for Transportation Planning and Programming
Metropolitan Council PUBLIC PARTICIPATION PLAN for Transportation Planning and Programming Introduction and Federal Requirement Public participation is an essential element of planning in the Twin Cities
More informationCOMMUNICATION STRATEGY. Table of Contents
1 COMMUNICATION STRATEGY Table of Contents Overview... 3 Purpose... 3 Strategic Plan Goals... 3 Objectives... 4 Key Audiences... 4 Strategy Groups... 6 Theme... 7 Strategies... 7 Plan Implementation...
More informationA Rubric for Achieving the Gold Standard
A Rubric for Achieving the Gold Standard Role and Understands and Live your mission, vision, values, and goals Board doesn t have an articulated, strategic vision and direction to guide work toward achieving
More informationEASING THE TRANSITION
MENTORING Outline Sophocles, in his Greek tragedy Antigone, said, The ideal condition would be, I admit, that men should be right by instinct. But since we are all likely to go astray, the reasonable thing
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationLEADERSHIP COMPETENCY FRAMEWORK
LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for
More informationDiscussion paper and expected outcomes Concept Note of IWG meeting
Discussion paper and expected outcomes Concept Note of IWG meeting Document 01- For Discussion and Approval EIGHTH INTERNATIONAL DIALOGUE WORKING GROUP MEETING ON NEW DEAL IMPLEMENTATION 1-2 June 2016,
More informationThe role of good governance in developing Children s Services Plans in Partnership
Snapshot: Learning from the National Third Sector GIRFEC Project The role of good governance in developing Children s Services Plans in Partnership The National Third Sector GIRFEC Project The National
More informationLeadership Behavioural Competencies Somerset County Council October 2011
Leadership Behavioural Competencies Somerset County Council October 2011 The Somerset Context We are as ambitious as ever for Somerset s future its place, its economy, its people. However, our context
More informationTOOL 8.1. HR Transformation Milestones Checklist. The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT
HR TOOL 8.1 HR Transformation Milestones Checklist The RBL Group 3521 N. University Ave, Ste. 100 Provo, UT 84604 801.373.4238 www.hrtransformation.com TOOL 8.1 HR Transformation Milestones Checklist In
More informationFundamentals Of Effective Supervision. Situational Leadership
Fundamentals Of Effective Supervision Situational Leadership Situational Leadership If you want to be a successful supervisor, you need to become expert at achieving through others by means of means directing,
More informationCOMPETENCY: Governance & Leadership. Levels 1, 2, & 3
COMPETENCY: Governance & Leadership Levels 1, 2, & 3 Primary Themes Addressed: Effectively executes governance & leadership responsibilities Establishes and maintains collaborative, effective relationships
More informationRefer to Chapter 4, Subsection for information on Guidance/Counseling during service delivery.
LRS Part 408 CHAPTER 4, TECHNICAL ASSISTANCE & GUIDANCE MANUAL Name Effective Date Vocational Guidance and Counseling for Career Planning October 26, 2010 Authorization *Federal Register, Volume 66, Department
More informationScott Robinson Spokesman U.S Consulate General Hong Kong & Macau
Scott Robinson Spokesman U.S Consulate General Hong Kong & Macau A popular government without popular information or the means of acquiring it is but a prologue to a farce or a tragedy, or perhaps both.
More informationReport on Organizational Effectiveness Executive Summary General Administration of the University of North Carolina system
Report on Organizational Effectiveness Executive Summary General Administration of the University of North Carolina system March 28, 2016 Executive Summary With a mission to discover, create, transmit,
More informationInternational Organisation for Standards: ISO 14001:2015 Review
International Organisation for Standards: ISO 14001:2015 Review I recently attended the IEMA making the Transition to ISO 14001:2015 course and wish to inform you with a summary of the ISO 14001:2015 changes.
More informationLandscape Stewardship Planning
Landscape Stewardship Planning This overview offers a quick look at Landscape Stewardship Planning. Particularly as it relates to watershed management in a stream, as opposed to a lake or wetland basin
More informationJust Do It: EHS Succession Planning. Eva LaBonte, MS, ARM Workers Compensation Program Manager Nike, Inc.
Just Do It: EHS Succession Planning Eva LaBonte, MS, ARM Workers Compensation Program Manager Nike, Inc. 1 National Safety Council MISSION: Save lives by preventing injuries and deaths at work, in homes
More informationIIF IIF Issues Paper Promoting Sound Risk Culture 11. IIF Issues Paper
IIF IIF Issues Paper Promoting Sound Risk Culture 11 Institute of International Finance IIF Issues Paper Promoting Sound Risk Culture: lessons learned, challenges remaining and areas for further consideration
More informationManagement Drives. Introduction
Management Drives Introduction Management Drives - Summary 2 Management Drives is a powerful approach to individual and team development. The system provides a genuine awareness of your: Drives: those
More informationCompetency framework wea.org.uk
Competency framework 2018 wea.org.uk Competency Framework 2018 Welcome to the WEA competency framework The WEA competency framework supports our overall goals and sets out how we want people in the WEA
More informationTHE MELBOURNE MANDATE: A call to action for new areas of value in public relations and communication management
THE MELBOURNE MANDATE: A call to action for new areas of value in public relations and communication management WORLD PUBLIC RELATIONS FORUM NOVEMBER 2012 The mandate of public relations is to build and
More informationKeys to Meaningful Measurement Systems
Keys to Meaningful Measurement Systems The following is an excerpt from a recent address by Trina Willard, Vice President of Transformation Systems Incorporated (TSI) at the 2007 Virginia Forum for Excellence,
More informationKnowlton School Mentor Program Mentee Guide
Knowlton School Mentor Program Mentee Guide The mission of the Knowlton School Mentor Program is twofold: 1. to create an environment of guidance, growth, and development for Knowlton students as they
More informationRethinking voice. Survey of employers about employee voice. Sustainable business success
Rethinking voice Survey of employers about employee voice Sustainable business success Employee voice Employee voice is increasingly important in the modern workplace. Having a voice is crucial, for the
More informationCAPABILITY MATRIX FOR PROFESSIONAL STAFF HANDBOOK
CAPABILITY MATRIX FOR PROFESSIONAL STAFF HANDBOOK INTRODUCTION TO THE CAPABILITY MATRIX This handbook is intended to help you understand the Capability Matrix and how it will be used at UoN. The Capability
More informationMPM Strategic Plan FY2019-FY2020
MPM Strategic Plan FY2019-FY2020 Introduction How can the Milwaukee Public Museum leverage our strengths and unique assets, and how can we build an institution that is more vibrant, more relevant to our
More informationSTAKEHOLDER ENGAGEMENT FRAMEWORK
Information & Security: An International Journal Paul Alan Smith, vol.38, 2017, 35-45 https://doi.org/10.11610/isij.3802 STAKEHOLDER ENGAGEMENT FRAMEWORK Paul Alan SMITH Abstract: Stakeholder Engagement
More information18 Tactics to Motivate Your Referral Sources
18 Tactics to Motivate Your Referral Sources The Key concept in referral marketing is relationships. The system of information, support, and referrals that you assemble will be based on your relationships
More informationHow to Make the Most of Your Mentoring Experience: A Practical Guide for a Successful Partnership
How to Make the Most of Your Mentoring Experience: A Practical Guide for a Successful Partnership The official guide of the Senior Executive Association and the Young Government Leaders Mentoring Partnership
More informationWater Governance Evaluation
Water Governance Evaluation Streamline, strengthen and improve sustainable water management John Linc Stine MPCA Commissioner Suzanne Rhees Water Governance Evaluation Coordinator Clean Water Council November
More informationMentoring Toolkit Additional Resources
Mentoring Toolkit Additional Resources University of Edinburgh Mentoring Connections Programme Table of Contents Mentoring Connections at the University of Edinburgh... 4 General information on the mentoring
More informationVACANCY ANNOUNCEMENT: CHIEF ADVANCEMENT OFFICER
VACANCY ANNOUNCEMENT: CHIEF ADVANCEMENT OFFICER Morehouse College invites applicants for the position of Chief Advancement Officer. The Chief Advancement Officer is responsible for leading a team to cultivate
More informationAt the same time, it is clear that a range of basic issues remain to be effectively addressed. These include:
Local Governance Review: Community Decision Making: Democracy Matters CLD Standards Council Scotland Response Question 1: Tell us about your experiences of getting involved in decisionmaking processes
More informationAES Corporation Stakeholder Management and Engagement Guidelines
AES Corporation Stakeholder Management and Engagement Guidelines I. Objective The objective of these guidelines is to provide tools for AES businesses to develop strong Stakeholder Engagements that are
More informationSUSTAINABILITY PLANNING TOOLS
FACILITATION GUIDE FOR: SUSTAINABILITY PLANNING TOOLS This document provides guidance on how to use the Sustainability P lanning Tools available in the Summer Learning Toolkit. You can also a ccess the
More informationInstitutional Issues for One Water Management
Institutional Issues for One Water Management Dr. Pierre Mukheibir, Institute for Sustainable Futures, University of Technology Sydney, Australia Carol Howe, ForEvaSolutions, Pittsburgh, PA Danielle Gallet,
More informationICA: Strategic Direction
ICA: Strategic Direction 2008 2018 Introduction The purpose of this document is to provide a clear statement of why ICA has chosen this strategic direction and what it wishes to achieve over the next ten
More informationDevelopment Suggestions for Political Savvy
Development Suggestions for Political Savvy Suggested Readings Title Political Savvy: Systematic Approaches for Leadership Behind-the-Scenes Don't Sabotage Your Success! Making Office Politics Work Author/Publisher
More informationAre You Sustainable: A Self-Directed Assessment Tool
1 Are You Sustainable: A Self-Directed Assessment Tool What: This self-directed assessment tool should provide opportunities for both discussion and benchmarking among board, staff, and organization leaders.
More informationIMPLEMENTATION SCHEDULE
GOAL 1: IMPROVE INTERNAL COMMUNICATIONS TO BETTER SERVE THE PUBLIC 1. Continue to proactively inform Council on management meeting outcomes and department highlights. Identify new tools and practices to
More informationNAHC Committee Charges. Board Approved 7/19/14
NAHC Committee Charges Board Approved 7/19/14 1 FINANCE COMMITTEE Overview: The Finance Committee provides overall guidance and assistance on NAHC budgets, insurance and financial management. Function:
More informationHuman Resources Division Unit Assessment 2009
Human Resources Division Unit Assessment 2009 Response of the Human Resources Leadership Team to the Report Overview During 2009, the Human Resources (HR) division was the first administrative unit to
More informationCenter for Leadership PROFESSIONAL DEVELOPMENT
Center for Leadership Center for Leadership PROFESSIONAL DEVELOPMENT July December 2017 Program Schedule Center for Leadership 2 Answer the call to lead. At the UD Center for Leadership, we re more than
More informationSan Francisco Bay Area Federal Executive Board Leadership Development Program Mentor Application Form
San Francisco Bay Area Federal Executive Board Leadership Development Program Mentor Application Form Mentor Benefits Mentoring is a cost effective valuable tool for developing our most important asset,
More informationMain points Background Our audit objective and conclusions Managing for results key findings...243
Managing for results Main points...240 Background...241 Our audit objective and conclusions...242 Managing for results key findings...243 Committed leaders show the way...244 Clear expectations include
More informationNarcotics Anonymous World Services STRATEGIC PLAN Conference Cycle
Narcotics Anonymous World Services STRATEGIC PLAN 2004 2006 Conference Cycle NA World Services Vision Statement All of the efforts of Narcotics Anonymous World Services are inspired by the primary purpose
More informationSustaining Change: Busting Change Management Myths
Sustaining Change: Busting Change Management Myths Wanda Sturm, MBA, MBB, CCM Houston Section June 21 st ASQ Professional Development Dinner Meeting Agenda Learning objectives Key change philosophies Change
More informationNogdawindamin Family and Community Services. Values and Competencies Dictionary
Nogdawindamin Family and Community Services Values and Competencies Dictionary Table of Contents Section 1: Values... 3 Attitude... 4 Caring... 4 Commitment... 4 Community Involvement... 4 Improvement...
More informationOrganizational Change Management for Data-Focused Initiatives
Organizational Change Management for Data-Focused Initiatives Your Executive Sponsor and Change Management Team Matter by First San Francisco Partners 2 Getting people successfully through a new enterprise
More informationFOS Process Redesign Faster, Simpler, Fair
FOS Process Redesign Faster, Simpler, Fair Background Paper FOS Dispute Process Redesign Proposals May 2014 FOS s Dispute Process Reform We are currently undertaking a significant program of reform to
More informationCAHRS Working Group Millennial Employees
CAHRS Working Group Millennial Employees November 19, 2015 New York Attracting Millennials to the Workplace One of the broad topics that the group discussed was around how to attract Millennial talent
More informationCity of Cardiff Council Behavioural Competency Framework Supporting the Values of the Council
City of Cardiff Council Behavioural Competency Framework Supporting the Values of the Council 1.CM.250 Issue 3 Nov-2014 Process Owner: Organisational Development Team Authorisation: Deborah Morley Page
More informationStrengthening national evaluation capacities for better results for children in Tanzania - UNICEF s partnership with TanEA
Strengthening national evaluation capacities for better results for children in Tanzania - UNICEF s partnership with TanEA Paul Quarles van Ufford Chief of Social Policy, Monitoring, Research and Evaluation
More informationCOLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO GOVERNANCE PROCESS MANUAL
COLLEGE OF PHYSICIANS AND SURGEONS OF ONTARIO GOVERNANCE PROCESS MANUAL December 2016 Table of Contents Governance Roles and Responsibilities Table of Contents OVERVIEW OF GOVERNANCE... 3 GOVERNANCE ROLES
More informationHow to Motivate Top Talent in Difficult Times
Success Summaries How to Motivate Top Talent in Difficult Times The following information was made available on the World Wide Web as an on-line article, blog, discussion thread or similar forum. Success
More informationCREATING A COMPREHENSIVE RECRUITING STRATEGY AT HBS
CREATING A COMPREHENSIVE RECRUITING STRATEGY AT HBS Career & Professional Development CREATING A COMPREHENSIVE RECRUITING STRATEGY Just as every organization is unique, your recruiting strategy should
More information